Feature
Without a commitment to upskilling, companies will quickly find themselves on the wrong side of the Attrition vs Attraction spectrum.” “
While it is clear there will be growing pains, it is also evident that AI is here to stay. There is no doubt the nature of our work is changing, and not entirely due to automation. Beyond sarcastic memes mocking corporate clichés such as “we’re like a family here” or the emergence of phrases like “sunday scaries,” and “quiet quitting,” the last few years have been dubbed the “Great Attrition” as millions of U.S. workers are quitting their jobs at an unprecedented pace. Not only are people cycling through jobs faster, they are also more willing to quit their jobs without having another opportunity lined up. The shift has left companies struggling to adjust, with many failing to understand what is driving employees to leave. Another recent McKinsey report points out that companies are often more inclined to explore relatively quick fixes like increasing pay, vacation time and other benefits instead of assessing the underlying causes of attrition rates. One thing is clear; optionality is only increasing. Remote work is here to stay, and automation is on its way. Better pay and benefits certainly help keep people happy, but there are stronger levers to pull when it comes to employee well-being. So how can companies buck the attrition trend and retain high-performing employees amidst the ongoing paradigm shift? Auburn alum and VP of Sales at Rich Products Corporation, Glenn Scott offers some insight into how he has navigated the issue. Scott spent the first 16 years of his career at Procter & Gamble, a company with quite a track record in terms of employee well-being. Not only does P&G have the oldest employee stock plan in the country, it also boasts some of the highest employee retention rates. When asked why he thought people typically leave a job, Scott listed three primary reasons: 1) issues with their direct manager, 2) the learning and growth opportunities available and 3) perceived career potential. His response underscores the importance of listening to your workforce—a clear departure from the majority of employers. As he’s moved into consulting and subsequent managerial positions, Scott has leveraged this understanding to help companies adapt and grow while keeping the workforce satisfied. For him, it all comes down to authenticity.
Harbert Magazine 47
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